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Journal articles on the topic 'External business environments'
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Huynh, Quang Linh. "Insight into the Links among External Business Environments, Corporate Governance and Organisational Performance." Asian Journal of Finance & Accounting 10, no. 1 (March 19, 2018): 115. http://dx.doi.org/10.5296/ajfa.v10i1.12655.
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The existing literature has acknowledged the complicated links among external business environments, corporate governance and organisational performance. However, a large void exists in the extant research models of corporate governance, because none have discussed and empirically examined the intervenient effect of the corporate governance mechanism on the external business environments and organisational performance. A thorough review of the literature on corporate governance, external business environments and organisational performance comes to the proposed hypotheses. The indirect effect of external business environments on organisational performance via corporate governance is statistically tested. The research provides empirical evidence that organisational performance is the consequence of both corporate governance and external business environments that is, in turn, the causality of corporate governance. More importantly, it offers insight into the mediating effect of corporate governance in transforming the uncertainty of external business environments into organisational performance. The findings suggest that firms facing uncertainty in external business environments should adopt suitable corporate governance to achieve the best organisational performance.
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Khan, Muhammad Wasim Jan, and Muhammad Khalique. "Strategic Planning and Reality of External Environment of Organizations in Contemporary Business Environments." Business Management and Strategy 5, no. 2 (November 16, 2014): 165. http://dx.doi.org/10.5296/bms.v5i2.6794.
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Artto, Karlos, Tuomas Ahola, Riikka Kyrö, and Antti Peltokorpi. "Managing business networks for value creation in facilities and their external environments." Facilities 35, no. 1/2 (February 7, 2017): 99–115. http://dx.doi.org/10.1108/f-07-2015-0049.
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Purpose The purpose of this paper is to increase understanding of the logic of business network formation among the co-located and external actors of a facility. Design/methodology/approach The research adopts a theory-building approach through developing propositions inductively from the empirical case study on four purposefully sampled modern service station facilities. The focus is on analyzing how a facility and its inherent co-located actors represent an entity that forms a business network with external actors in the facility’s environment. Findings The findings propose that when co-located with a large number of actors, the facility and its actors represent an entity that is connected to a wide business network of multiple external actors. On the other hand, when co-located with a small number of actors, the facility becomes a part of the overall supply in the surrounding business environment with a differentiated offering for competitive advantage. Practical implications The research suggests that an appropriate co-locating strategy, for example, when planning the tenant mix of the facility, can contribute to creating a vivid business network in the external environment, which raises the facility to a role of a central entity in such a network. Originality/value The findings explaining how co-location affects the businesses within the facility and within a wider networked environment are novel to the scholarly knowledge on co-location. The research bridges the theories of co-location and business networks that have been treated as separate discourses in previous research.
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Laszlo, Chris, David Cooperrider, and Ron Fry. "Global Challenges as Opportunity to Transform Business for Good." Sustainability 12, no. 19 (September 29, 2020): 8053. http://dx.doi.org/10.3390/su12198053.
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Using insights from Peter Drucker’s Theory of the Business framework, the authors show that global challenges such as pandemics and climate change are contributing to a critical misalignment between businesses and their increasingly complex external environments, leading to a growing malaise in many organizations. Central to this misalignment are seven legacy assumptions which no longer serve businesses effectively. Seven new assumptions better reflect today’s external environment and point to how businesses can thrive (“Do Well”) by making a positive difference in society (“Do Good.”) The authors propose a set of change management methods and tools along with specific steps that leaders and organizations can take to transform their businesses into what they define as Positive Institutions.
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Shakeel, Muhammad, Li Yaokuang, and Ali Gohar. "Identifying the Entrepreneurial Success Factors and the Performance of Women-Owned Businesses in Pakistan: The Moderating Role of National Culture." SAGE Open 10, no. 2 (April 2020): 215824402091952. http://dx.doi.org/10.1177/2158244020919520.
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Women’s entrepreneurship in Pakistan has been booming in recent years, and it has made a significant impact on social and economic expansion. However, it is notable that these businesses are smaller in size and considered less profitable when compared with men’s entrepreneurial efforts. This dilemma encourages the investigation of the success factors that contribute to the performance of women-owned businesses (WOBs) within this understudied region. Factors that may determine the success of WOB in Pakistan are divided into four broad headings: the entrepreneur’s characteristics, internal business environment, external business environments, and supportive factors. This study also explores the direct and moderating role of perceived national culture within the framework. The results demonstrate that the entrepreneur’s characteristics, external business environments, and supportive factors are positively related to the performance of WOB, while the internal business environment is of little significance. Furthermore, while perceived national culture does not influence the performance of WOB, it weakens the relationship between the entrepreneur’s characteristics and performance but strengthens the impact of supportive factors on the performance of the WOB. This study leads to a solid awareness about the critical success factors, the perceived national culture, and their association with the performances of WOB within Pakistan.
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Baltezarevic, Vesna. "Business communication and mobbing." Temida 12, no. 2 (2009): 5–17. http://dx.doi.org/10.2298/tem0902005b.
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This paper emphasizes the necessity of quality communication skills in management. Business communication needs to be adaptable and to have the ability to flexibly react to dynamic changes in the environment and to give positive response to the demands imposed by the environment. Business communication promoters, i.e. managers, must be capable of utilizing all available data with speed and efficiency and to distribute the information to both the internal and external environments. The author intends to point out the need for business organizations to establish harmonic communication, thus creating conditions underpinning a better working atmosphere that contributes to motivation of employees.
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Purwanto, Purwanto, and Anaconda Bangkara. "Analisis Strategi Bersaing Pasar Kaget untuk Memenangkan Persaingan." Jurnal Manajemen dan Bisnis Indonesia 4, no. 1 (October 1, 2016): 16–34. http://dx.doi.org/10.31843/jmbi.v4i1.100.
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The problem companies are becoming increasingly complex and competitive business be increased very sharply, as a result of changes in the business environment in the era of globalization. Companies must be able to adapt to the environment in order to survive in the midst of these conditions. For that management is required to manage the organization in a better and more professional in controlling the activities of the company. Business "shock market" Cikarang, Jababeka, Bekasi as a collection of merchants who sell various products to lower middle class should immediately anticipate and prepare for making new business strategies to survive and thrive in the future. The study has the purpose of analyzing the external and internal business environment, identifying, evaluating business strategies and finding alternative strategies for the future that can be implemented " shock market.†External business environment will be analyzed with descriptive qualitative method involving shared business environment (economic, political, ecological and technological), Porter's competitive forces, the forces of the trigger and the key success factors.The results showed that the manager should earnestly follow external analysis results such as politics, economics and ecology as well as industrial environments (competition among members of the industry, the threat of new entrants, threat of substitute products, buyer powerful and strong supplier) Keywords : market shock, the external business environment , the strength of competition Porter
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Jeong, Seong-Ha, and Sin-Chul Jeong. "A Study of Affecting Business Environment on Management Performance through Management Strategy." Global Convergence Research Academy 1, no. 1 (June 30, 2022): 41–50. http://dx.doi.org/10.57199/jgcr.2022.1.1.41.
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Corporate survival and growth depend on corporate adaptation and challenges to environmental changes. This is under an open system, all activities of the entity take place in constant interaction with the internal and external environments. Environment changes pose a threat to the survival of companies and provide opportunities for growth. Changes in the internal and external environment surrounding businesses have a profound impact on the establishment of management strategies and the achievement of management performance. The business environment is changing rapidly as the needs of customers increase and various technological innovations are commercialized. To meet these changes, an entity needs to develop an appropriate management strategy. In order to secure competitiveness in a complex market environment, appropriate management strategies and various control systems must be established. In this study, the prior study of management environment, management strategy, and management performance was re viewed and empirical research was carried out. Based on prior research, technological strength, competitive strength, government support policy and financial support were adopted as factors for the business environment. The collected data were analyzed using the default statistics of SPSS 22.0 and the Smart PLS 2.0 (Partial Least Squared) using the structured formula. The results of the study are as follows. First, the management environment (technology strength, competition strength, government support policy, and finance support) had a significant impact on the management strategy. Second, management strategies had a significant impact on management performance. This means that in order for an entity to settle in the market, it is essential to establish a discriminatory management strategy in various business environments. To measure an entity's performance, active use of its management strategy is necessary.
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Okeyo, Washington O., James M. Gathungu, and Peter K’Obonyo. "Entrepreneurial Orientation, Business Development Services, Business Environment, and Performance: A Critical Literature Review." European Scientific Journal, ESJ 12, no. 28 (October 31, 2016): 188. http://dx.doi.org/10.19044/esj.2016.v12n28p188.
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The role of entrepreneurial orientation in firms has been a major area of interest to many scholars in the past. Entrepreneurially oriented firms are innovative, calculated risk-takers, and proactively reach markets ahead of their competitors. This paper examines the role of business development services, internal and external business environments on the relationship between entrepreneurial orientation and firm’s performance. The article is a theoretical discourse and uses literature from secondary sources in the analysis. The paper finds that past studies conceptualized entrepreneurial orientation as a three factor single-dimensional model and a five factor multidimensional model. Studies using the three factor model have reported different results to those adopting the five factor approach. This has led to inconsistencies in the empirical results of entrepreneurial orientation on firm’s performance. This article also finds that business development services play a mediating role in the entrepreneurial orientation and performance relationship, and that external environment moderates this relationship. However, the paper finds no role of internal environment in the EO-firm’s performance relationship. The paper concludes that the link between entrepreneurial orientation and performance is still a worthy area for further study since contradictions still exist in empirical studies. This study recommends that future studies can use a contingency framework to focus on how other factors are likely to affect this relationship.
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Gaol, Ford Lumban, Suci Rahayu, and Tokuro Matsuo. "The Development of Information System with Strategic Planning for Integrated System in the Indonesian Pharmaceutical Company." Open Engineering 10, no. 1 (August 7, 2020): 721–32. http://dx.doi.org/10.1515/eng-2020-0081.
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AbstractThis research aims to develop an integrated information system for pharmaceutical companies in Indonesia, which has separate business units in two different locations. An Integrated System is needed to provide the value of competence in the technology and information systems that companies use in their business processes. The development stage starts from the assessment and understanding of the current situation both in the business environment and the IS/IT environment. The business environment includes the internal business environment and external business environment.Similarly, the IS/IT environment which includes internal and external IS/IT environments. With a deep understanding of current conditions, it can be determined the Information System(IS) strategy, Information Technology(IT) strategy and future IS/IT strategies. This study reveals the following results: The absence of good system integration with the business units involved makes the company in a weak position. But in terms of opportunity is quite high so that the use of technology and information systems that fit business needs is recommended in this study. The results of this study recommends some applications that can solve problems commonly experienced by companies such as system integration and business process automation to achieve more efficient and effective business processes.
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Bentley-Goode, Kathleen A., Thomas C. Omer, and Brady J. Twedt. "Does Business Strategy Impact a Firm’s Information Environment?" Journal of Accounting, Auditing & Finance 34, no. 4 (September 6, 2017): 563–87. http://dx.doi.org/10.1177/0148558x17726893.
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This study examines whether a firm’s business strategy affects their information environment. Organizational theory suggests that firms following an innovative “prospector” strategy have greater incentives to provide more frequent voluntary disclosures than firms following an efficient “defender” strategy. Furthermore, prospectors are more likely to attract greater coverage by external information intermediaries. We find that prospectors engage in more frequent management earnings guidance, issue more press releases, and are followed by more financial analysts compared with defenders. Next, we examine the association between business strategy and information asymmetry. We find that despite prospectors having attributes associated with information asymmetry (e.g., R&D, growth options), prospectors have lower information asymmetry than defenders. We attribute this finding to prospectors’ greater access to both internal and external sources of disclosure compared with defender firms, which we confirm using mediation analysis. Collectively, our results suggest that business strategy does affect firms’ information environments, incremental to known determinants, and that strategy serves as a useful context for understanding a firm’s underlying information environment.
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Theodore, John. "The Necessity Of Strategic Leadership In Corporate Sustainability." Journal of Sustainability Management (JSM) 2, no. 1 (July 16, 2014): 23–30. http://dx.doi.org/10.19030/jsm.v2i1.8754.
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The purpose of this article is to present the necessity of having strategic leadership in business corporations that practice corporate sustainability. There are three areas that corporate sustainability focuses upon: Ecological, sociological, and corporate/business. Corporate sustainability requires strategic leadership in order to interact with these three dynamic and divergent areas. Strategic leaders communicate their vision to their managers and employees and remain in continuous and uninterrupted contact with the former who are dexterously empowered by their leaders to assume supportive roles for the communication of their leaders strategic vision to internal and external stakeholders of the organization. Strategic thinking is utilized by strategic leaders and has to do with the analysis and evaluation of the existing internal and external environments of the organization and that of how changes in both environments can affect the organization. Strategic leaders utilize strategic intent that includes focusing the organizations intention to operate strategically. Flexibility is the ability of strategic leaders to analyze, evaluate, and respond to changes in both the internal and external environment of their organizations. Strategic leaders initiate changes because of the demands that emanate from the external and the internal environments of the organization. Strategic leadership changes are dramatic ones and their implementation requires the integration of vision, flexibility, and the support of the managers of the organization.
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Gichara, Rael Wahu, Samuel Mutuka, and Evans Ogoti. "Impact of External Business Environment on Training in Nurses at a Referral Hospital in Kenya." International Journal of Human Resource Studies 6, no. 2 (April 4, 2016): 14. http://dx.doi.org/10.5296/ijhrs.v6i2.9205.
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The purpose of this study was to investigate the impact of the political environment (government policies, devolution to county governments, professional associations and trade unions) socio-cultural environment (age, gender, education levels and peer-pressure) and technological environment (advancement in technology, evolving hospital care delivery systems, information and communication technology, invention and innovations) on staff training at a referral hospital. The study was conducted based on data collected from 322 nurses working at Moi Teaching and Referral Hospital in Eldoret, Western Kenya. The hypotheses were tested using Pearson correlation coefficients and multiple stepwise linear regression analysis. The findings of the study indicated that the technological environment explained 95% of the variation in nurse training (Adjusted R2 =0.942, P<0.05). On the other hand, the political and social-cultural environments were not significant predictors of training in nurses (P>0.05).
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A.A., Degtyarev, Bondarev M.D., and Teteryuk A.S. "Cyclical Dynamics of the «External» and «Internal» Environments of Business Organizations in GR-Management." MGIMO Review of International Relations 1, no. 58 (February 1, 2018): 63–93. http://dx.doi.org/10.24833/2071-8160-2018-1-58-63-93.
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Nguyen, The-Quan, and Christopher N Preece. "Modeling the external business environments for the Vietnamese construction SMEs in a transition economy." IOP Conference Series: Materials Science and Engineering 945 (October 27, 2020): 012052. http://dx.doi.org/10.1088/1757-899x/945/1/012052.
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Hsu Liu, Feng. "OEM supplier impact on buyer competence development." Journal of Strategy and Management 7, no. 1 (February 11, 2014): 2–18. http://dx.doi.org/10.1108/jsma-10-2012-0056.
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Purpose – The purpose of this paper is to examine whether original equipment manufacturing (OEM) suppliers can affect the development of buyer competence by manipulating two environmental factors: the development of competence in OEM supplier's external business relationships and the competitive pressure of the OEM supplier environment. Design/methodology/approach – The sample population consisted of 1,000 OEM suppliers in the Taiwanese information technology (IT) industry. Partial least squares analysis was used to examine the causal relationships among the variables. Findings – The empirical results revealed that the pressure of the external environment pushes OEM suppliers to develop competence through external business relationships. This competence in turn affects the development of buyer competence. Furthermore, OEM supplier impact on buyer competence development is positively associated with the importance of OEM supplier in outsourcing relationship. Originality/value – The paper empirically examines whether the impacts of the OEM supplier derived from different sourced environments play distinct roles in the development of the OEM supplier's power.
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Prajogo, Daniel I., and Adegoke Oke. "Human capital, service innovation advantage, and business performance." International Journal of Operations & Production Management 36, no. 9 (September 5, 2016): 974–94. http://dx.doi.org/10.1108/ijopm-11-2014-0537.
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Purpose The purpose of this paper is to examine the effect of human capital (HC) on service innovation advantage (SIA) and business performance (BP) in service sector firms, and how external environmental factors influence these relationships. Design/methodology/approach This study utilized a cross-sectional mail survey of a random sample of Australian service firms with the unit of analysis being at the firm level. In total, 228 usable responses were received. Findings The overall findings of this study show that HC is positively related to the creation of value or SIA which in turn results in rent generation for firms. The results further show that the effect of SIA on BP is influenced by environmental dynamism and competitiveness with dynamic environments enhancing the effect while competitive environments weakening it. Research limitations/implications The findings demonstrate the complementarity between the resource based theory and contingency theory as they clearly shows that the value of innovation as a firm’s capability is enhanced or weakened within a business environment that is more dynamic or competitive. Practical implications The findings demonstrate the importance of HC, and, thus, encourage managers to seek ways to harness and leverage HC for improving innovation and BP. In addition, the study also helps managers to understand the contingency effect of business environment on the effectiveness of innovation, hence, helping them in deliberating firms’ strategy in different business environments. Originality/value To the best of the authors’ knowledge, this is the first study which examines the effectiveness of HC as organizational resource for building SIA as a source of organizational competitive advantage.
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Mason, Roger B. "Price Tactics For A Turbulent Environment: A Complexity Theory View." International Business & Economics Research Journal (IBER) 14, no. 1 (December 23, 2014): 123. http://dx.doi.org/10.19030/iber.v14i1.9036.
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This paper proposes that pricing tactics are influenced by the nature of the external environment. It illustrates the pricing tactics suggested for a turbulent, versus a stable, environment, when viewed through a complexity theory lens. A qualitative, case method, using depth interviews, investigated the pricing tactics in four firms to identify the tactics adopted in more successful, versus less successful, firms in turbulent versus stable environments. The results partially confirmed that the use of destabilizing pricing tactics can be helpful in a turbulent market, while stabilizing tactics can be helpful in a stable market. However, the effect of such tactics on business performance was not clear. These findings will benefit marketers by emphasizing a new way to consider future pricing activities. How this approach can assist marketers, and suggestions for further research, are provided. Since businesses and markets are complex adaptive systems, using complexity theory to understand how to cope in turbulent environments is necessary but has not been widely researched. Therefore, this paper can be seen as a foundation for research using complexity theory to better understand pricing tactics in turbulent environments.
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Bierly, Paul E., and Paula S. Daly. "Alternative Knowledge Strategies, Competitive Environment, and Organizational Performance in Small Manufacturing Firms." Entrepreneurship Theory and Practice 31, no. 4 (July 2007): 493–516. http://dx.doi.org/10.1111/j.1540-6520.2007.00185.x.
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This study examines the relationship between knowledge strategy (exploration or exploitation) and performance, and the possible moderating role of external environment variables. Results from a sample of small manufacturing firms indicate that exploration and exploitation are distinct and complementary constructs. The relationship between exploration and performance is linear and positive, while the relationship between exploitation and performance is concave, indicating that there is a point at which focusing on exploitation leads to reduced returns. Additionally, we find that the competitive environment moderates the relationship between exploitation and performance, such that exploitation has a stronger impact on performance in stable and high–tech environments than in dynamic and low–tech environments. Exploration also has a stronger impact on performance in high–tech environments than in low–tech environments.
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Claassen, Theresa, and Sonja Verwey. "COMPETENCY~BASED APPROACH TO COMMUNICATION MANAGEMENT AS APPLIED TO THE SOUTH AFRICAN BUSINESS ENVIRONMENT." Communicare: Journal for Communication Studies in Africa 16, no. 2 (November 3, 2022): 45–63. http://dx.doi.org/10.36615/jcsa.v16i2.1923.
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Change in the external environment, without exception, impacts upon the organisation and in particular the practising of public relations. Since the beginning of the nineties, the South African business environment Is characterised by the redefinement of business practices and partners and the shifting of boundaries as an expression of the globalization of the world economy. The lifting of sanctions, together with the events that took place in the political arena, introduced unprecedented changes in the legal-political, economic and social environments. Against this background, an urgent need for the development of a context sensitive generic framework of required outputs for communication managers in a changing business envlronment, based on an integrated approach, was identified. This article provides an overview of the dynamics of change in the external environment and the impact it has on the public relations function. A brief discussion regarding standard setting as envisaged by the National Qualifications Framework (NQF) and the professionalisation of public relations, with specific reference to training needs and accreditation, is included. The article also attempts to provide Insight into the empirical process that led to the development of a generic framework and the hierarchial classification of outputs according to levels of work.
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Wiyono, Adi, and Agustinus Fritz Wijaya. "PERENCANAAN STRATEGIS SISTEM INFORMASI DI PT TELEKOMUNIKASI INDONESIA, Tbk WITEL SEMARANG MENGGUNAKAN WARD AND PEPPARD." Jurnal Bina Komputer 2, no. 1 (February 17, 2020): 23–32. http://dx.doi.org/10.33557/binakomputer.v2i1.797.
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PT Telekomunikasi Indonesia is a State-Owned Enterprise (BUMN) engaged in the field of communication information technology services and telecommunications networks in Indonesia. In running its business, PT Telekomunikasi Indonesia has used technology to run its business. PT Telekomunikasi Indonesia has several divisions that are ready to work in accordance with existing procedures. It is expected that the existence of Human Resources (HR) that is owned now can provide added value to the company PT. Telekomunikasi Indonesia Witel Semarang. The current Human Resources, in the use of technology at PT Telekomunikasi Indonesia Witel Semarang is still not optimal. Given this problem, this research was made using the Ward and Peppard method, with several analytical techniques using PEST and Value Chain techniques to analyze the internal and external environment of the business, SWOT to analyze the internal and external environments of SI and IT, and McFarlan Strategic Grid for mapping application portfolio. This research is expected to improve performance or service for customers in accordance with the company's business goals.
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Zahra, Shaker A., James C. Hayton, Donald O. Neubaum, Clay Dibrell, and Justin Craig. "Culture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship." Entrepreneurship Theory and Practice 32, no. 6 (November 2008): 1035–54. http://dx.doi.org/10.1111/j.1540-6520.2008.00271.x.
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The ability of family firms to identify and respond to changes in their external environments can be a key source of competitive advantage leading to success and survival. Some research, however, has suggested family firms are conservative and often lack the ability to adapt to their changing competitive environments. Using data from 248 family firms, we found a family firm's culture of commitment to the business is positively associated with its strategic flexibility—the ability to pursue new opportunities and respond to threats in the competitive environment. Further, we found stewardship–oriented organizational culture positively moderated the family commitment–strategic flexibility relationship.
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Jones, Paul, Joanne Scherle, David Pickernell, Gary Packham, Heather Skinner, and Tom Peisl. "Fool's Gold? The Value of Business Awards to Small Businesses." International Journal of Entrepreneurship and Innovation 15, no. 2 (May 2014): 89–100. http://dx.doi.org/10.5367/ijei.2014.0151.
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This study explores the value and impact that small and medium-sized enterprises (SMEs) derive from winning business awards. Value and impact are explored in terms of enhanced profitability and performance, network development, enterprise profile and brand identity. This study employs a case study methodology with 10 SMEs drawn from a major business awards competition. Key staff were interviewed in these SMEs to explore the impact of winning the business award on the internal and external business environments. Additional organizational documentation and evidence were also collected from each SME. The results indicate both short-term and long-term impacts. In the short term, enterprises benefited in terms of enhanced brand identity in their business network and community. This resulted in enhanced sales revenue and enterprise profile. Moreover, internally, winning an award acted as a motivator for enterprise employees, enhancing their productivity and attitudes towards the business. In the longer term, these factors became less apparent, but the majority of respondents continued to exploit their business award for ongoing strategic advantage.
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H.K. Ho, Paul. "An exploratory study of the impact of organisational environments on property development firms." Journal of Financial Management of Property and Construction 19, no. 3 (October 28, 2014): 226–45. http://dx.doi.org/10.1108/jfmpc-03-2013-0006.
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Purpose – This study aims to identify a set of external organisational environments that have different degrees of impact on property development firms in Hong Kong. Design/methodology/approach – Organisational environments were operationalised into 40 independent variables. Data were collected using Web-based questionnaires. Further, 150 senior executives working in property development firms rated the identified variables and successfully completed the questionnaire. Exploratory factor analysis was used to simplify the correlations among variables by identifying a smaller number of shared factors that accounted for the observed correlations. Findings – This study identified six major environmental factors, namely, (1) property market environment, (2) property development environment, (3) general political and economic environment, (4) property price environment, (5) general property development industry environment and (6) residual environment. If the property development process is viewed as an input–transformation–output open system, Factor 2 significantly affected the transformation process, Factors 3 and 5 affected both the transformation process and its final output, and Factors 1 and 4 affected the final output. Other factors did not appear to be significant. Research limitations/implications – Because organisational environments may change from place-to-place and time-to-time, the data may vary accordingly. Practical implications – Traditional management systems cannot cope with current environmental changes. The performance of developers depends on their ability to respond to the issues that arise from increasingly unpredictable, novel and turbulent environments. Developers must continuously scan, monitor, forecast and assess their external environments. Originality/value – This study contributes to a better understanding of the environmental sectors that significantly influence property development firms.
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Wiid, Johannes Arnoldus, Michael Colin Cant, and Lizna Holtzhausen. "SWOT analysis in the small business sector of South Africa: friend or foe?" Corporate Ownership and Control 13, no. 1 (2015): 446–53. http://dx.doi.org/10.22495/cocv13i1c4p3.
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SMEs in South Africa are faced with a number of challenges, particularly poor levels of implementation in terms of accurately monitoring and predicting dynamic change in the macro environment. Following a strategic approach in scanning the external environment for opportunities and threats and identifying an organisation’s strengths and weaknesses using a SWOT analysis has become scarce in most SMEs. This research study aimed to establish if SMEs in South Africa use a SWOT analysis as part of their strategic management plan as well as to investigate if SMEs in South Africa take the time to identify and evaluate their internal and external environments. A questionnaire was administered and judgement sampling was used to gather the responses of 104 SMEs. The research identified that respondents were aware of the factors in specific functional areas that could be helpful to achieve business goals. The research also showed that financial management and marketing management were regarded as the most important drivers for achieving organisational objectives. The challenge now is to improve the use of the SWOT analysis of SMEs as they are the lifeline of the South African economy.
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Witt Smith, Janice, and Gloria Clark. "Action Research In A Business Classroom Another Lens To Examine Learning." American Journal of Business Education (AJBE) 3, no. 7 (July 1, 2010): 41–56. http://dx.doi.org/10.19030/ajbe.v3i7.457.
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This research study looks at the implementation of an action research project within a blended learning human resource management class in employee and labor relations. The internal and external environment created conditions that converged in the Perfect Storm and resulted in an almost disastrous learning experience for faculty and students. What is critical about this project is that it could happen in even the most benign and calmest of waters. In an integrated system, the manipulation of one variable creates an impact on the other variables/systems within that environment. The failure to predict the impact and mitigate the damages can lead to disastrous results. The institution must be ready, at all levels, to implement and leverage technology to create distance-learning only environments for traditional students (and faculty) with a bias toward face-to-face educational experience.
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Kim, M., and S. Chai. "The role of agility in responding to uncertainty: A cognitive perspective." Advances in Production Engineering & Management 17, no. 1 (March 15, 2022): 57–74. http://dx.doi.org/10.14743/apem2022.1.421.
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This research investigates the impact of external environment, cognitive factors, and behavioral dimensions in the context of implementing supply chain agility. It applies social cognitive theory to establish a link between various environments including business uncertainty and supply chain disruption risk, cognitive factors such as supply chain agility self-efficacy, trust, and supply chain cooperation, coordination, and communication attitude, and actions such as implementing supply chain agility as well as behavior to explain the decision-making process in implementation. Based on the survey data collected from 254 supply and purchasing managers in the Korean manufacturing industry, AMOS software with structural equation method was used for data analysis Our results support the concept that business uncertainty reduces self-efficacy in supply chain agility although both business uncertainty and supply chain disruption risk boosted trust in the supply chain as well as buyers’ positive attitude toward supply chain cooperation, coordination, and communication. The concept of supply chain agility, self-efficacy, trust, and supply chain cooperation, coordination, and communication attitude have a positive impact on firm performance. Supply chain agility, self-efficacy, and trust in suppliers positively affects implementation of supply chain agility as well as firms’ financial, operational, and supply chain performance. This research provides meaningful insights for considering external environments and cognitive factors while making decisions in implementing supply chain agility.
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ZAVRAZHNYI, Kostiantyn. "Improvement of classification of communication business processes of industrial enterprises." Economics. Finances. Law, no. 4 (April 17, 2020): 22–25. http://dx.doi.org/10.37634/efp.2020.4.4.
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Introduction. In the conditions of globalization of the world markets and development of the information economy, when digitalization enters an active phase of development, domestic industrial enterprises face systemic challenges that require them to introduce new forms and methods of management, modern (digital) technologies, including in communication activities. The purpose of the paper is to improve the classification of communication business processes of industrial enterprises. Results. The research of approaches of domestic and foreign scientists to the systematization of business processes is conducted. The features by which scientists mostly classify business processes are highlighted. The necessity of improving the classification of communication business processes of industrial enterprises in the context of implementing digital business transformations is substantiated. It is proposed to distinguish a new classification feature "By Objects of Impact", which made it possible to detail the varieties of communication business processes, to specify their essence, to introduce new business processes and to model them in the context of digital business transformations. The business environment of an industrial enterprise, as it is generally accepted, is divided into external and internal environments. Objects of influence of industrial enterprise in the external environment, which are directly related to communication business processes, include: the public, buyers / consumers, competitors and market conditions. The objects of influence of industrial enterprise in the internal environment include: organizational structure of management, personnel, technology, production and finances. Conclusion The presented suggestions and recommendations for improving the classification of communication business processes of industrial enterprises allow to further formalize the process of their accounting and management. The results of the study can be used in the practical activities of business entities in improving / shaping their communication policy, and also form the basis for further methodological research.
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Mallah Boustani, Nada, and Zaher El Boustani. "Innovation in organizations having founder's syndrome." Problems and Perspectives in Management 15, no. 2 (September 27, 2017): 517–24. http://dx.doi.org/10.21511/ppm.15(si).2017.05.
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The founder’s syndrome is considered a management weakness and leadership disorder affecting every entrepreneur envisioning and planning a long-term journey for his/her established business. The challenge, with expanding companies, is that the bigger they become, the more re-organization they require through re-design, processes re-engineering, restructuring, reforming corporate governance structure and more innovation plans and strategies they would need to withhold the complexities and uncertainties of their external environments they are exposed to. Therefore, re-organizing growing businesses can become very difficult if the decision-making process remains caught at the upper level of hierarchy. The major risk factor in a business-growing journey is to be confronted with the founder’s syndrome. A growing company led by an entrepreneur suffering from the founder’s syndrome who is afraid to let go and resist organizational re-alignment, development of strategies and introduction of advanced management systems, can never survive the complex external environmental challenges due to the excessive lack of innovation. Business innovation in complex and uncertain environments requires innovative strategy setting which, if applied, should be complemented by a re-organizational structure and design compatible with the roadmap of strategy innovation. In fact, to support and stand for innovation, the business corporate leadership culture should not be contaminated with the effect of founder’s syndrome. On the contrary, the founder should have enough creativity and empowerment skills to accept the compromise of power and control with more open communication and information sharing combined with lean organizational design, to facilitate and encourage innovation for an extended long term organizational survival.
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Vorpsi Cami, Laura, Alla Grinko, Pavlo Hrynko, Taliat Bielialov, and Iryna Mykolaichuk. "STRATEGIC MANAGEMENT OF INNOVATIVE DEVELOPMENT OF BUSINESS ENTITIES." Economics and Finance 9, no. 3 (2021): 4–19. http://dx.doi.org/10.51586/2311-3413.2021.9.3.4.19.
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Scientific and methodological bases for formation and selection of an innovative strategy for development of business entities, based on complex diagnostics of external and internal environments, grouping and development of methodology, the basis of which is a system of quantitative indicators and peer review, are substantiated. The system of indicators includes indicators for assessing the level of innovation intensity of business entities (with division by cost of innovation activity, results and pace of innovation activity), strategic innovation potential (with division into internal (production, technological, personnel, information, financial, scientific, technical, managerial, organizational and marketing potentials, innovation culture) and external components), risks of innovation activity, technical capital of business entities. In order to solve the main strategic and innovative problems in case of formation of an innovative strategy of business entities, scientific and methodological provisions have been developed to form an optimal strategy for production of innovative goods by business entities on the basis of economic and mathematical modeling.
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Vohra, Veena. "Organizational environments and adaptive response mechanisms in India." Journal of Indian Business Research 7, no. 1 (March 16, 2015): 21–44. http://dx.doi.org/10.1108/jibr-01-2014-0001.
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Purpose – The purpose of this paper is to investigate the nature of the organizational environments of Indian business organizations and to identify the adaptive response mechanisms that organizations use to cope with their environments. This paper also examines in detail the causal texture of the organizational environments and attempts to build a conceptual model mapping adaptive responses of organizations to different types of organizational environments. Design/methodology/approach – A constructivist stance was adopted in this exploratory study to capture the perceptions of the organizational leaders through the multiple case study design to capture the features of the organizational environments and their causal texture. The multiple case study design used an embedded mixed-methods approach to collect data. Within-case analysis and cross-case analysis were conducted to draw out prominent themes across cases ordered for particular organizational environment types. The study was conducted by following construct validity, internal reliability and external validity guidelines. Findings – The study highlights and describes in detail the characteristics of the different organizational environment types in India. It is revealed that a majority of Indian organizations exist in turbulent environments. There are differences in the adaptive response mechanisms of organizations in the environment types studied. The study specially focuses on the strategies adopted by Indian organizations to adapt to turbulent environments. Practical implications – This study maps the causal texture of organizational environments in India and maps the organizational adaptive responses to the environment for greater effectiveness. This study offers various strategies to cope with turbulent organizational environments and adds to the research focus on causal texture and adaptive capacities of organizations across different types of environments. Originality/value – This study contributes to an ignored subject area of organizational environments. Managing organizations in uncertain and turbulent environments is complex, and this study provides an understanding about the various types of adaptive mechanism that are used to cope with environmental turbulence. This study also attempts to answer several questions that previous research works have raised about strategies that organizations use when they fail to cope with environmental turbulence.
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Xie, Zaiyang, Rongxin Roger Chen, William Wei, Xiaohua Yang, and Qingyue Huang. "Corporate new venture development at Dahan Tricom: the case of a new B2B e-commerce business." Emerald Emerging Markets Case Studies 12, no. 4 (December 16, 2022): 1–23. http://dx.doi.org/10.1108/eemcs-11-2022-0415.
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Learning outcomes 1. Understand how the corporate lifecycle could trigger a necessity of making a tough decision to develop new business ventures based on the corporate lifecycle theory; and how changes in the external environment could hasten such a decision. 2. Analyze how a company can leverage its internal organizational structure to share and utilize cross-departmental resources and capabilities to support new venture businesses according to the synergy effect perspective. 3. Undertake a resource-based view analysis to evaluate the external and internal resources needed for corporate new venture development. 4. Identify the best course of action for the decision-maker by comparing, contrasting, applying and evaluating the two different models of corporate new venture development in the e-commerce business: the centralized organizational model and the decentralized organizational model and evaluate the pros and cons associated with each mode in the context of Dahan’s external and internal environments. Case overview/synopsis Since its inception in 2003, Dahan’s traditional business in SMS (Short Message Services) and data had gained thousands of customers across China and won top rankings in the industry. Despite its achievements, Dahan encountered difficulties when it entered the new e-commerce market, as the domain knowledge about the new business was very different from the domain knowledge in its traditional business. Furthermore, the emerging B2B e-commerce industry was very different from the traditional business in that the former mainly targeted corporate clients and the latter targeted individual customers in the B2C industry. This case examined the critical decisions that Xiaofen Huang, the CEO of Dahan E-Commerce Corporation and Co-Founder of Dahan Tricom Group, had to make and external, especially Internal, resources the Dahan Group needed in developing its new venture. Specifically, this case explored how Huang would go through the mental process to make the best possible decision to help the company not only to survive, but also thrive in the rapidly-changing and competitive digital environment: it urgently needed to finalize an organizational incubation model to support the further development of its e-commerce and future new venture activities with two options to choose from: the centralized organizational model or the decentralized organizational model. A key challenge facing Huang was to decide which option was best suited to motivate salespeople in different departments to help one another, especially in the new B2B e-commerce business and to grow that new business. In the case, Dahan’s growth aspirations and its motivation to transform its traditional business into a new e-commerce business were discussed. Second, when external challenges were examined, how Dahan explored the B2B e-commerce business using a trial-and-error learning process was explained. Third, when internal challenges were examined, how Dahan incubated its new B2B e-commerce business and its practices for leveraging and sharing resources/capabilities, as well as cross-departmental and cross-divisional collaboration through a resource-based lens, were illustrated. Last, the most critical learning in the case presented an immediate decision-making dilemma on which organizational incubation models to choose from for further new business development, where students learn to analyze both external and internal factors and consider Dahan’s available resource and founder’s aspiration, available strategic options to derive a best possible decision to suit the stage of the company’s lifecycle and founders’ vision. Complexity academic level This case was designed for use in undergraduate courses on corporate innovation, new venture development, corporate innovation, corporate entrepreneurship, e-commerce and growth. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Hwang, Yong-Sik, and Dong Chen. "A reversal theory in internationalization: case of Korean jewelry inside China." Chinese Management Studies 10, no. 1 (April 4, 2016): 82–101. http://dx.doi.org/10.1108/cms-12-2015-0297.
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Purpose This paper aims to examine Korean jewelry manufacturers operating in China to assess the relationship between their perceptions of external risks and their intentions to relocate. The authors hypothesize that foreign firms finding risk in the current external environment are more likely to consider moving their facilities outside China. In particular, this paper explores whether firm performance and technological capability moderate the relationship between perceived external risk and relocation intentions. Design/methodology/approach Korean jewelry manufacturers were among the first Korean firms entering China in the early 1990s to avoid Korea’s rising labor costs. After 20 years, they face similar external risks in China. The authors collected and analyzed 238 survey samples from Korean jewelry manufacturers operating in China to determine whether perceived external risks affect decisions to relocate. Logistic regression was used to examine the hypotheses. In addition to an empirical method, five case studies related to empirical results have been included. Findings Analysis results suggest that firms perceiving riskier managerial and competitive environments are more likely to have relocation intentions. Perceptions of risks from the governmental/political environment and macroeconomic environment have no significant relationship with relocation intentions. Also, firms’ performance and technological capability negatively moderate the relationship between perceptions of managerial competitive environment risks and relocation intentions. Originality/value This study contributes to the literature on international business relocation strategies by examining perceptions of external risks that determine whether foreign manufacturing firms will relocate. In addition, the research sheds light on the transformation of Chinese economics from labor-intensive to capital-, technological- and knowledge-intensive structures. By applying multi-methods, this research further elaborates empirical results with five case studies.
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Fang, Xianwen, Changjun Jiang, Zhixiang Yin, and Xiaoqin Fan. "The trustworthiness analyzing of interacting business process based on the induction information." Computer Science and Information Systems 8, no. 3 (2011): 843–67. http://dx.doi.org/10.2298/csis100411031f.
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Under the open environments, it is very difficult to guarantee the trustworthiness of interacting business process using traditional software engineering methods, at the same time, for dealing with the influence of external factors, some proposed business process mining methods are only effective 1-bounded business process, and some behavior dependent relationships are ignore. A behavior trustworthiness analysis method of business process based on induction information is presented in the paper. Firstly, aimed to the internal factors, we analyze the consistent behavior relativity to guarantee the predictable function. Then, for the external factors, in order to analyze the behavior change of business process, we propose a process mining methods based on induction information. Finally, experiment simulation is given out, and compares our method with genetic process mining methods. Theoretical analysis and experimental results indicate that our method is better than the genetic process mining method.
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Fox, Stephen, and Päivi Vahala. "Start-Ups as Adaptable Stable Systems Based on Synchronous Business Models." Systems 10, no. 3 (June 9, 2022): 81. http://dx.doi.org/10.3390/systems10030081.
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Business models have been a popular topic in research and practice for more than twenty years. During this time, frameworks for formulating business models have been developed, such as the business model canvas. Moreover, different business model frameworks have been proposed for different sectors. Yet, these frameworks have the fundamental shortcoming of not addressing directly and persistently the primary objective of start-ups: to survive in changing environments. The aim of the action research reported in this paper is to overcome that fundamental shortcoming. This is an important topic because the majority of start-ups do not survive. In this paper, first principles for survival in changing environments are related to business models. In particular, action research to reframe start-ups as adaptable stable systems based on synchronous business models is reported. The paper provides three principal contributions. The contribution to business model theory building is to relate survival first principles revealed through natural science research to business models. Reference to first principles highlight that survival depends on maintaining both external adaptability and internal stability through synchronization with changing environments. The second contribution is to business model practice through describing a simple business modeling method that is based on the scientific first principles. The third contribution is to provide an example that bridges the rigor–relevance gap between scientific research and business practice.
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Panchenko, Vladimir, and Alexander Chernenko. "Organizational Aspects of Tourist Activity Management." Central Ukrainian Scientific Bulletin. Economic Sciences, no. 6(39) (2021): 230–38. http://dx.doi.org/10.32515/2663-1636.2021.6(39).230-238.
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The article considers the features of organizational aspects of tourism management. The results of the survey of managers of tour operators are presented, on the basis of which the factors of external and internal environments of the organization are selected and classified. The purpose of the article is to clarify the essence of the function of tourism management "organization of tourism activities", as well as to identify and characterize the factors of the organizational environment of tourism enterprises. It is revealed that the tourist enterprise in the management activity, focuses on the factors of the internal environment (micro-level: goals and objectives; staff of the tourist enterprise; service technology; organizational structure; finance) and environmental factors (meso-level: competitors in the tourist services market).; controlling government agencies; public organizations and associations; clients; business partners. ; ecology and recreational resources; fashion, modern trends). The external environment provides tour operators with information on the dynamics of the market of tourist services, the conditions of legislative and economic regulation, the state of the environment, the existing transport infrastructure and more. The internal environment provides tour operators with information on: available staff; technologies for providing tourist and health services; management structures of the tourist enterprise; financial resources, all this helps to define goals and develop an effective strategy for tourism business.
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Moritz, Markus, Daniel Fuchs, and Marian Gheorghe. "Impact of Hidden Networks in Business Systems." Materials Science Forum 957 (June 2019): 247–54. http://dx.doi.org/10.4028/www.scientific.net/msf.957.247.
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In general, networks in companies or between companies play a significant role for monetary as well as non-monetary enhancement through cooperation. The aim is a positive effect for reducing innovation cycles, reducing costs and establishing a well-balanced time to market strategy. Besides open networks, where every actor is known, the existence of hidden networks, internal as well as external, have a substantial impact on strategic and operational activities meaning either a contribution or threat for the actors outside the hidden network. With the new models introduced in this publication, actors in various environments are able to identify hidden networks in order to be able to push contributions or eliminate risks leading from profit cuts to illegal knowledge transfer.
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Huang, Shien-Ping. "A study on the relations among the human resource management system, organizational commitment and business performance." Acta Oeconomica 64, Supplement-2 (November 1, 2014): 275–88. http://dx.doi.org/10.1556/aoecon.64.2014.suppl.19.
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Change is a constant truth in a modern society; an organization no longer faces environments as stable as they used to be. In the face of the stronger market competition, an organization should deliberately consider and make proper responses in the operation in order to cope with the changeable environment and sustain the organizational life. When facing the changes in markets, an organization not only needs to constantly consider the changes in external environments, but also has to face the boycott or resistance of internal members to the organizational change. The effects of Human Resource Management System on Organizational Commitment therefore become critical.We have taken the Hsinchu Science Park as the research sample, in which the employees and supervisors of manufacturers have been randomly sampled. A total of 600 copies of questionnaires were e-mailed and 276 valid copies were retrieved, with the retrieval rate of 46%. The research results conclude significant correlations between 1. Human Resource Management System and Organizational Commitment, 2. Organizational Commitment and Business Performance, and 3. Human Resource Management System and Business Performance.
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Brownhilder, Neneh. "Examining the Moderating Effect of Environmental Hostility on the Entrepreneurial Orientation -Performance Relationship." Journal of Economics and Behavioral Studies 8, no. 6(J) (January 24, 2017): 6–18. http://dx.doi.org/10.22610/jebs.v8i6(j).1479.
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Abstract: While the EO-performance nexus has received extensive attention in entrepreneurship literature, other studies suggest that the magnitude of this relationship is dependent upon the external environment and internal organizational processes. The objective of this study was to measure the effects of EO (innovativeness, risk-taking, proactiveness, autonomy and competitive aggressiveness) on SME performance, as well as to examine the moderating effect of environmental hostility on the EO-performance relationship in South Africa. The study showed thatwhile innovativeness and proactiveness does not have a significant effect on SME performance; risk taking propensity, competitive aggressiveness, and autonomy have a significant positive effect on SME performance. It was also seen that while the risk taking-performance relationship is negatively moderated by environmental hostility, the competitive aggressiveness-performance relationship is positively moderated by environmental hostility. This suggest the need for SMEs to always align their business strategies with appropriate EO dimensions to mitigate some of the negative consequences of operating in hostile business environments and improve the performance of their businesses.
Keywords: Entrepreneurial orientation, SME performance, Environmental Hostility, South Africa
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Qindil, Sadiq Atiya. "Risks in Islamic Banks." مجلة إسرا الدولية للمالية الإسلامية 10, no. 2 (December 30, 2019): 59–99. http://dx.doi.org/10.55188/ijifarabic.v10i2.267.
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The study deals with risks prevalent in Islamic banks because some of such risks are internal and others are external, and they vary in their degree of risk based on individual bank or its surrounding environment. The study has revealed the most significant risks facing Islamic banks and studied them via highlighting the concept of risk, its nature and its sources, and then the discussion was made about management of such risk and their treatment. The study derived a set of results and conclusion, and the most important ones are variation of internal and external risks of Islamic banks, such risks are not arranged as per the degree of risk due to difference of circumstances and environments surrounding each bank. However, Islamic bank may apply the latest international banking standards to benefit in managing all types of the risk such as financing risk, operational risk, market and liquidity risk, business risk, reputation and business continuity risk, information security risk, and this will result in attaining transparency. Also, the study suggested Islamic banks to enact the supervisory role of managing the risk.
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Jamal Ali, Bayad, and Govand Anwar. "Measuring competitive intelligence Network and its role on Business Performance." Vol-6, Issue-2, March - April 2021 6, no. 2 (2021): 329–45. http://dx.doi.org/10.22161/ijels.62.50.
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Changes and uncertainties have compelled a dramatic change in organizational fundamentals over the last two decades. Owing to internal and external pressures, businesses have been forced to closely track their environments in order to build awareness of opportunities and obstacles in order to stay competitive. The aim of this study is to look into the role of competitive intelligence in small and medium businesses in Iraq's Kurdistan region making business performance. However, the researchers measured the direct impact on business performance at small and medium businesses using five competitive intelligence dimensions (extensiveness' network, third-party strategy, Homophily, Issue awareness, and promotion effort). Furthermore, the researchers used competitive intelligence as a mediator to quantify its impact on business performance, allowing the analysis to explore the indirect role of competitive intelligence. To investigate the role of competitive intelligence in making business performance at small and medium businesses in Iraq's Kurdistan region, the researchers used hierarchal multiple regression and the Sobel test. However, the researchers measured the direct impact on business performance at small and medium businesses using five competitive intelligence dimensions (extensiveness network, third-party strategy, homophily, issue awareness, and promotion effort). Furthermore, the researchers used competitive intelligence as a mediator to quantify its impact on business performance, allowing the analysis to explore the indirect role of competitive intelligence. Competitive intelligence dimensions (extensiveness network, third-party strategy, homophily, issue awareness, and promotion effort) were used to assess the direct and indirect effect of competitive intelligence on business performance at small and medium businesses.
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Apostolopoulos, Nikolaos, Sotiris Apostolopoulos, Ilias Makris, and Stavros Stavroyiannis. "Rural Healthcare Enterprises in the Vortex of COVID-19: The Impact of Public Policies on the Internal and External Environment." Administrative Sciences 11, no. 3 (August 13, 2021): 82. http://dx.doi.org/10.3390/admsci11030082.
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The public policies implemented in order to contain the spread of COVID-19 in the community have created issues both in the internal and the external environments of the Greek rural healthcare enterprises. This study aimed to investigate the full extent of the issues (internal and external) caused by the public policies. Regarding the external factors, we examined the state, the local authorities, the financial institutions, the social stakeholders and the citizens. Regarding the internal factors, we focused on turnover, liquidity, working conditions, internal changes related to patient care and the implementation of protective measures. A qualitative research was conducted among twelve rural healthcare business owners in the form of semi-structured interviews. The research was conducted in the fall of 2020 during the second phase of COVID-19. The research showed that these enterprises were severely impacted by the government’s public policies. Local authorities were not involved due to lack of competence. The business owners were unwilling to support their enterprises via bank lending. During the first phase of COVID-19, citizens postponed nonessential medical examinations, causing a reduction in these enterprises’ turnover. As a result, in the following periods, these enterprises faced liquidity problems. However, they developed social objectives and implemented protective measures for their employees and patients. The present study contributes to the mapping of the factors affecting the internal and external environments of rural healthcare enterprises along with the public policies developed in times of prolonged crisis. These kinds of data are crucial to the business world and government officials voting on social policies. One cannot rule out the possibility of a new financial or health crisis; the findings of this study can prove to be a useful tool in the process of decision making.
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Hardjati, Susi, Ananta Prathama, and Kalvin Edo Wahyudi. "Mapping the Internal and External Environments in Empowering Semanggi Batik Craftsmen in Surabaya." JKMP (Jurnal Kebijakan dan Manajemen Publik) 8, no. 1 (March 1, 2020): 16–22. http://dx.doi.org/10.21070/jkmp.v8i1.725.
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Batik Semanggi is one of the typical batiks in Surabaya which has economic value for the community. However, the competitiveness of the clover batik business is relatively low. This study aims to identify the internal environmental conditions (strengths-weaknesses) and external (opportunities-threats) of the clover batik craftsmen as the basis for formulating a strategy to increase competitiveness. The study used a qualitative approach with data collection techniques focus group discussions (FGD), semi-structured interviews, observation and document collection. Informants were determined using a purposive method. The data analysis uses interactive models and SWOT analysis. The results showed several strengths that can encourage the floating of clover batik, namely the ability to make a capable batik, iconic distinctive motifs and organic batik technology. The opportunities that arise, namely export opportunities, support of the city government, support of other elements of society, and online marketing opportunities. While weaknesses include the number of craftsmen, low online marketing capabilities, motives not yet registered as intellectual property rights, limited production, and marketing volumes, traditional tools, and low capital. The threat that arises namely, the emergence of other motifs as a competitor batik, and batik printing production that offers cheaper prices with a larger production scale. The map of strengths and weaknesses and threats above are very useful as a material for formulating strategies in empowering clover batik craftsmen.
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Tworzydło, Dariusz, and Przemysław Szuba. "Verifying an image objectives matrix for measuring the effects of public relations activities in business." Annals of Marketing Management and Economics 3, no. 2 (December 31, 2017): 121–35. http://dx.doi.org/10.22630/amme.2017.3.2.23.
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This article presents the results of comprehensive research on image in the internal and external environments of an organization. During the research, the method of measuring the effect of public relations activities, i.e. the image objectives matrix, was also verified. The above tool is used to determine the image position of an economic entity, and to identify possible problems the entity must address in the range of its internal and external communications. The main conclusion is: The research project, completed in three phases (external, internal, image assessment), enabled us to optimize the dedicated tools for subsequent image studies, making it easy to see the changes closely, taking into account their direction. ZETO’s management board has received extensive material that, if appropriately used, will have a direct impact on showing the direction in which the company should be headed in the coming years. The opinions of institutional clients and employees will help to determine the strategy for future activities.
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Keller, Felipe Hatzenberger, Everaldo Luis Daronco, and Marcelo Cortimiglia. "Strategic tools and business modeling in an information technology firm." Brazilian Journal of Operations & Production Management 14, no. 3 (September 6, 2017): 304. http://dx.doi.org/10.14488/bjopm.2017.v14.n3.a4.
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Many small companies active in the segment of information and communication technology demonstrate difficulties in terms of expanding their business and increasing the product and service portfolio. In this context, this study aims to apply strategic tools and business model in a micro-segment of the software industry inserted into a huge market competition and low entry barriers. A qualitative research was carried out, unfolded in three stages: initial diagnosis, which is developed in the current map of the business model and analysed in the internal and external environments through tools such as PESTEL, Porter's 5 forces and SWOT matrix; critical analysis, when opportunities for improvement were identified based on analysis of the environment and questionnaires applied to current and potential customers and; restructuring and identifying improvements, a stage that includes the redesign of the idealized business model, stipulating coefficients of importance for further start-up study, by applying cross SWOT analysis. Among the main results to new technologies, media release, complementary services and support partnerships are adapted.
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Gorecki, Simon, Jalal Possik, Gregory Zacharewicz, Yves Ducq, and Nicolas Perry. "A Multicomponent Distributed Framework for Smart Production System Modeling and Simulation." Sustainability 12, no. 17 (August 27, 2020): 6969. http://dx.doi.org/10.3390/su12176969.
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In order to control manufacturing systems, managers need risk and performance evaluation methods and simulation tools. However, these simulation techniques must evolve towards being multiperformance, multiactor, and multisimulation tools, and this requires interoperability between those distributed components. This paper presents an integrated platform that brings interoperability to several simulation components. This work expands the process modeling tool Papyrus to allow it to communicate with external components through both distributed simulation and cosimulation standards. The distributed modeling and simulation framework (DMSF) platform takes its environment into consideration in order to evaluate the sustainability of the system while integrating external heterogeneous components. For instance, a DMSF connection with external IoT devices has been implemented. Moreover, the orchestration of different smart manufacturing components and services is achieved through configurable business models. As a result, an automotive industry case study has successfully been tested to demonstrate the sustainability of smart supply chains and manufacturing factories, allowing better connectivity with their real environments.
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Liu, Jingjiang, Lu Chen, and Wiboon Kittilaksanawong. "External Knowledge Search Strategies in China's Technology Ventures: The Role of Managerial Interpretations and Ties." Management and Organization Review 9, no. 3 (November 2013): 437–63. http://dx.doi.org/10.1111/more.12037.
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AbstractDrawing on the threat-rigidity hypothesis, we examine how managerial opportunity and threat interpretations of external environments affect a technology venture's choice of external knowledge search strategies in an emerging market. Results from a sample of 141 technology ventures in China reveal that opportunity interpretation directly and positively influences both the breadth and depth of external search, whereas threat interpretation directly and negatively influences only external search depth. Furthermore, managerial ties strengthen the positive relationship between opportunity interpretation and external search breadth but weaken the positive relationship on external search depth. Managerial ties weaken the negative relationship between threat interpretation and external search breadth but strengthen the negative relationship on external search depth. Implications for both research and practice are offered.
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Kang, Young-Hee, Kyunga Na, and Yang Sok Kim. "Labor Productivity In Emerging Markets: Evidence From Brazil, China, India, And Russia (BRIC)." Journal of Applied Business Research (JABR) 34, no. 2 (February 21, 2018): 325–38. http://dx.doi.org/10.19030/jabr.v34i2.10134.
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Despite the great amount of attention to emerging markets, much still remains unknown about firm performance in emerging economies. To fill this gap, this study aims to investigate factors that influence labor productivity of firms in Brazil, China, India, and Russia (BRIC countries). This study focuses on features of business environments of emerging markets such as informality, corruption, foreign ownership, and external audit. Using a cross-national sample of 8,885 firms from the World Bank Enterprise Surveys dataset, we find that informality is negatively associated with labor productivity, while corruption and external audit are positively related to labor productivity. Implications will be discussed.
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Alstete, Jeffrey W., and John P. Meyer. "Expanding the Model of Competitive Business Strategy for Knowledge-Based Organizations." International Journal of Knowledge-Based Organizations 1, no. 4 (October 2011): 16–31. http://dx.doi.org/10.4018/ijkbo.2011100102.
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The established competitive generic business strategy model continues to be the dominant paradigm, despite the rapidly changing internal and external environments that companies face today. This article evaluates other strategy-related elements identified in current business research and determines if an expanded model can be applied to companies that have become more knowledge-based organizations. Ten such companies are selected for case study examination of their generic strategy, purity of usage, innovation, strategic entrepreneurship and clarity. The results provide a potential basis for an expanded model of the dominant competitive business strategy paradigm that includes these additional elements and provides a framework for future research.
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Naudé, Marita. "Sustainable development and complex adaptive systems." Corporate Ownership and Control 10, no. 1 (2012): 535–46. http://dx.doi.org/10.22495/cocv10i1c5art5.
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The aim and contribution of this paper at a theoretical level is to discuss CAS and the principles thereof as an alternative to traditional management models as an option to enhance SD in an integrated and holistic manner. At a practical level, the author discusses management and leadership suggestions to implement the principles of CAS to enhance SD. A CAS approach is not static and allows for and encourages emergence as a result to the changing internal and external environments. As CAS is a process that allows for constant change and adaptation it could be compatible in the organization’s SD challenge that is also constantly changing and adapting in response to the internal and external environments. Translating an integrated, holistic and CAS approach might require some cognitive, structural and political changes in the thinking about and understanding of how to deal with SD